Character counts most.
According to Nonprofit Quarterly the average nonprofit executive director stays six years. For new nonprofits? It's less than two years. Being the CEO or ED of a nonprofit is challenging on so many levels. It assumes a level of expertise in all aspects of operations that many leaders often don't have. Some leaders rise through the ranks as practitioners, others come in with business acumen and still others are drawn in because they are politically astute and well-connected. Arguably these are all great qualities befitting an ED or CEO, but what if our candidates don't have them all? If you find your nonprofit on the verge of hiring, consider this:
Character counts most. Honesty, integrity, loyalty and sense of responsibility are paramount in a leader. Character isn't purchased off the shelf and it should be a non-negotiable in an ED or CEO.
Communication is key. Written and verbal communication is an incredibly important part of the job. Executive directors communicate with donors, staff, volunteers, media and community members. Being able to communicate effectively is a close second to character.
Know your priorities. If fundraising is the highest priority then it may be a mandate for your ED. If you need to keep operations running for your food pantry then perhaps a CEO with related operations experience is a must. You need to be clear about the direction you are headed as an organization and where the priorities lie before you make that hire.
Some skills can be learned on-the-job. Perhaps the ED doesn't have grant writing or fundraising experience. Perhaps she/he has never read a financial statement. These are teachable skills. While it's nice to have these skill sets coming in, the right person can learn a variety of skills on-the-job. Don't dismiss the right someone if a little training will get he/she where he/she needs to be.
And once you land the right leader, let's do our part to keep him/her. Performance evaluations are key. A board should annually evaluate the ED/CEO. Set expectations. Hear concerns. Give accolades when they are due and share concerns before the spark becomes a blaze. Let's keep our leaders around.
EDs/CEOs are some of the most underappreciated yet talented individuals in the work force. Let's do our part to ensure we attract the best, keep them and watch our organizations and communities thrive as a result.
-Mindy Muller, CFRE, President/CEO of CDP
